Merged Voice and
Data Teams
How Cisco IT Merged Voice and
Data Engineering Groups
A Cisco on Cisco Case Study: Inside Cisco IT
Presentation_ID
© 2007 Cisco Systems, Inc. All rights reserved.
Cisco Public
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Overview
ƒ Challenge:
Adapt previously separate Telecom and Networking groups to
support a global converged IP network supporting voice, video,
and data
Overcome concerns about job security
ƒ Solution:
Reorganize IT into three groups organized by process, not
technology
ƒ Next Steps
Develop a globally-aligned IT organization
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Challenge: When Organizations Converge
ƒ IP communications
blurs distinction
between voice and
data organizations
ƒ Cisco’s previously
separate Telecom and
Networking groups
needed to converge to
support applications
like IP telephony,
unified messaging,
and videoconferencing
Presentation_ID
© 2007 Cisco Systems, Inc. All rights reserved. Cisco Public
Global IT Infrastructure Organization
Before 1999
Theatre Owner
Network and Telecom
Telecom
Voice
Projects
Data
Operations
WAN
Support
Technology Oriented
3
Solution: Build a Converged IT
Organization
Cisco IT reorganized into three groups:
ƒ Emerging Technologies develops new technologies for
use in Cisco’s internal network
Equivalent to “Planning” in PDIO model
ƒ Foundation Technologies develops architectures and
implementation processes and deploys systems
Equivalent to “Design” and “Implementation” in PDIO model
ƒ Intelligent Network Services (INS) Engineering
Operations supports voice and networking
Equivalent to “Operations” in PDIO model
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Solution: Process-Oriented Organization
Global IT Infrastructure Organization
1999 - 2003
Theatre
Theatre
Owners
Owners
Network
Services
Planning
Design
Budget
Vendor
ROIs
Service
Delivery
Implementation
Arch. and
Process
Deployment
Operations
Voice
and Data
Support
Process Oriented
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Solution: The Human Factor
To break down organizational barriers, Cisco IT:
ƒ Educated voice and networking groups as to the full
scope of the other’s responsibilities
ƒ Physically re-located the groups to work side by side so
they could
Build personal relationships
Understand that the other team is not a threat
Appreciate each other’s complementary skills for achieving
common goals
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Solution: Overcoming Challenges
ƒ Reluctance to provide access to equipment
Voice and data engineers hesitated to give each other access
to Cisco CallManager and routers
Concerns alleviated through formal and informal training
ƒ New change management restrictions
Traditionally, networking staff made changes after 5:30 p.m.
because sub-second outages were unnoticeable to users
Now network staff now makes changes that affect voice only
after 9:00 p.m.
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Solution: Alleviating Job Security
Concerns
ƒ Of particular interest to telephony specialists
Cisco did not cut telephony headcount!
ƒ Telephony expertise remains invaluable
Deep understanding of end user business needs
Expertise in working with local- and long-distance carriers
Interpersonal communication skills
ƒ New job opportunities for both voice and data
specialists
Cisco CallManager, Cisco Unity Unified Messaging, Cisco IP
Contact Center (IPCC), Web collaboration, videoconferencing
New job title: IP telephony engineer
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Results: Process-Oriented Organization
Cisco transformed
technology-oriented
organization into a
process-oriented
organization
Easier to determine
cause of outages and
assign appropriate
people
Global IT Infrastructure Organization
1999 - 2003
Planning
No confusion over group
ownership as Cisco
introduces new IP
communications
technologies
Presentation_ID
Theatre
Owners
Network
Services
© 2007 Cisco Systems, Inc. All rights reserved. Cisco Public
Budget
Vendor
ROIs
Design
Service
Delivery
Implementation
Arch. and
Process
Deployment
Operations
Voice
and Data
Support
Process Oriented
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Next Steps: Globally-Aligned IT
Organization
ƒ Enables global
standards essential
for
videoconferencing
ƒ One manager will
define support for all
teams
ƒ Managers from
each region will
report to a single
manager of
engineering
operations
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Global IT Infrastructure Organization
2004 - 2005
Global
Process
Owners
Portfolio Mgmt
Budget
Vendor
ROIs
© 2007 Cisco Systems, Inc. All rights reserved. Cisco Public
Intelligent
Network
Solutions
Technologies
Arch. And
Design
Operations
Global Service
Delivery &
Support
Service Delivery
T2-T3 Voice
and Data
Support
Deployment
Global
Process
Owners
Operations
T1-T2 Voice
and Data
Support
Process Oriented
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To read the entire case study, or for additional Cisco IT case studies on a
variety of business solutions, visit Cisco on Cisco: Inside Cisco IT
www.cisco.com/go/ciscoit
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